AABI I/E Forum
Educators’ Response to Panel 1
February 26, 2015
Auburn, AL
Introducing Our Panelists
•
•
•
•
Dr. Paul Craig, MTSU
Dr. I. Richmond Nettey, Kent State
Dr. Guy Smith, ERAU
Dr. Tom Carney, Purdue
Panel 1 Industry
Speakers and Topics
1. David Sneed, Corporate Planning, Delta Airlines
• Airline Business Strategies
2. Gregg Davis, GM-Schedule Optimization, Delta
Airlines
• Network Operations
3. Kourosh Hadi, Director Airplane Product
Development, Boeing
• Designing the market “position” of the
airplane
• Differentiating the airplane to the airline and
the passenger
Panel 1 Charge
• Preparing Aviation Management
Graduates for Professional
Employment With Airlines &
OEMs
Background for Panel 1
• Aviation Management graduates seeking employment
with airlines and OEMs need a background in
marketing, revenue and cost management, finance,
logistics, and a number of “soft” skills.
• The panel 1 industry experts discussed the entry-level
understanding desired of new employees so that they
may become productive early in their careers.
• Airlines manage business strategies so as to maximize
returns from operations and ancillary investments, while
minimizing and controlling costs.
Background for Panel 1
• OEMs provide a large and increasingly diverse and
granular array of equipment options.
• B-to-B marketing targets equipment options in
ways to attract airline buyers, exploit niche
capabilities, emphasize passenger and freight
market attractiveness, capture emergent enabling
technologies, and address OEM and airline
resource limitations.
• OEMs also attempt to directly address the
“customer’s customer” (passengers) creating
unique features to avoid equipment as a
commodity.
The Panel 1 Charge
Panel 1 was targeted for Aviation Management
programs to provide familiarity to university
faculty & students.
• Our first distinguished airline panelist, David
Sneed, was charged with describing business
strategies, cost and revenue drivers, and asset
management.
• Mr. Sneed was also asked to discuss
methodologies and tools applied to cost and
revenue management, long-term planning, and
corporate initiatives.
The Panel 1 Charge
• Our second distinguished airline panelist, Gregg
Davis, was asked to describe strategies and tactics
applied to managing & optimizing equipment and
schedule applications.
• This is in recognition that airline finance &
logistics skills are required to optimize revenue
and cost in managing fleet and asset acquisition,
network planning, and managing cost drivers such
as labor, fuel costs, weather, and other disruptions.
The Panel 1 Charge
• Our third presentation of the session was
provided by our distinguished OEM panelist,
Kourosh Hadi
• Mr. Hadi was asked to provide an overview of
product development, aircraft sizing and
range capability determination, and new
technologies adoption to enhance product
performance and attractiveness to the airline
customer, and the “customer’s customer”.
We recognize and thank our
Industry Presenters, for their
very interesting and informative
presentations!
Our task today as Educators,
is to “complete the dance”:
• Review the salient points of
what we heard in July
• Consider and suggest possible
impact of the new information
on the Criteria
I am honored to call on my
Colleagues to present their reviews
I/E Forum Panel 1
Response from Educators
Airline Business Strategies
David Sneed presentation
July 2014
Nashville, Tennessee
Part 1 – Very helpful for Educators
Part 2 – Very helpful for Students
Airline Business Strategies, Network Operations
and Airline Marketing
THURSDAY, 26TH FEBRUARY 2015
AUBURN UNIVERSITY HOTEL & CONF. CTR
Dr. I. Richmond Nettey
Associate Dean, College of A E, S and T (2007 – )
President, University Aviation Association (1997-1998)
Trustee, Aviation Accreditation Board International (2004-2007)
Panel 1: Preparing Aviation
Management Graduates for
Professional Employment With
Airlines & Original Equipment
Manufacturers (OEMs)
PANEL I CHARGE: AIRLINE AND OEM
PANELISTS PRESENTATION – I
• Aviation Management grads seeking jobs
with airlines & OEMs need backgrounds in;
–
–
–
–
–
marketing,
revenue and cost management,
finance,
logistics, and a number of
“soft” skills.
PANEL I CHARGE: AIRLINE AND OEM
PANELISTS PRESENTATION – II
• Airline & OEM Panelists:
– Entry-level Expectation of New Employees
• They are productive early in their careers.
“Taking Flight: Network
Planning Overview” –
Gregg Davis, General Manager,
Schedule Optimization, Delta.
PRESENTATION – OVERVIEW
• I. GAP DEFINITION
• II. GAP BRIDGING
• III. FUTURE CHALLENGES
I. GAP DEFINITION
GAP DEFINITION – I
§
January 2015
GAP DEFINITION – II
• Evolving Marketplace Requirements.
• Stage I: Full Employment Era  Specialization
• Stage II: Economic Downturn  Constant Learning
• Stage III: Current Era  Indispensable Employee
– Doing a good job is not enough, you must now do so well
that your employer cannot afford to lose you (Fraser, 2004)
– It is impossible to know everything for success at work
so Networking is needed to harness the collective
knowledge and wisdom of colleagues
II. GAP BRIDGING
GAP BRIDGING –
TEAM BASED MODEL – I
•
GAP BRIDGING –
TEAM BASED MODEL – II
• II. COLLABORATIVE APPROACH
– Collaborate with at least one other
person on your first peer reviewed
article or proposal
•
•
•
•
•
Divided workload
Shore up your weak areas
Mutual motivation and encouragement
Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications
GAP BRIDGING –
PARTNERSHIP WITH AIRLINES & OEMS – I
1. Faculty Sabbaticals with Industry
• II. COLLABORATIVE APPROACH
- three- or six- month programs
– Collaborate with at least one other
- up to one year program
person on your first peer reviewed
- continuous parallel programs
article
or proposal
- •orDivided
continuous
serial programs
workload
• Shore up your weak areas
2. Industry Executive Exchange Programs
• Mutual motivation and encouragement
- guest professorships in aviation management
• Avoidance of exhaustion and disillusionment
- •mentorship
of platform
project-based
student teams
Establishes
for multiple
publications
BRIDGING THE GAP –
PARTNERSHIP WITH AIRLINES & OEMS – II
3. Airline & OEM Talent Investment and Acquisition
• II. COLLABORATIVE APPROACH
–
- multi-year internship programs or coop education
Collaborate
at management
least one other
programs for with
aviation
students
person
on
your
first
peer
reviewed
• Sophomore year to graduation
article or proposal
•
•
•
•
•
• First-year grad school to graduation
Divided workload
Shore up your weak areas
Mutual motivation and encouragement
Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications
GAP BRIDGING –
PARTNERSHIP WITH AIRLINES & OEMS – III
4.• Airline
& OEM Bridge Programs –APPROACH
Aviation Management
II. -COLLABORATIVE
post-graduation transition programs in aviation
– Collaborate
at least
one other
management with
for aviation
management
grads.
person
your functional
first peerareas
reviewed
- rotationon
through
or specialization
article
or proposal
- mentorships
in functional areas and overall mentor
•
•
•
•
•
Divided workload
Shore up your weak areas
Mutual motivation and encouragement
Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications
GAP BRIDGING –
PARTNERSHIP WITH AIRLINES & OEMS – IV
5. Airline, OEM & University Aviation Programs –
• II. COLLABORATIVE APPROACH
Partnership for Professional Development in Aviation Management
– Collaborate with at least one other
• Airline
& OEM
“ROTC”
Model Programs
person
on your
first
peer reviewed
• Qualified
students receive full scholarships
article
or proposal
•
•
•
•
•
Divided
workload
• Students
participate in experiential learning
Shore
up your
weak areas
• Program
graduates
receive a full fledged
college
education and
and encouragement
work with sponsoring
Mutual
motivation
airline for set period of time and move on, or
Avoidance of exhaustion and disillusionment
establish a career with the sponsoring airline
Establishes platform for multiple publications
• Airlines hire well educated and trained staff
FUTURE CHALLENGES
FUTURE CHALLENGES
• Technology
• Obsolescence
• Employees, Processes, etc.
• Redundancy
• Displacement by Innovation, Systems, Automation, etc.
• Global and Market Forces
• Systemic Shocks
• Destructive Competition
• Unfavorable Regulatory Action
"Aviation is proof, that given the will, we have
the capacity to achieve the impossible."
~ Captain Edward "Eddie" Rickenbacker.
The End – Thank You
Dr. I. Richmond Nettey
Associate Dean, CAEST
Kent State
University
Designing an Airplane for Market
Position and
Differentiating to Airline &
Passenger
Kourosh Hadi
Director, Airplane Product Development
Boeing Commercial Airplanes
July 17, 2014
Dr. Guy M Smith
AABI I/E Forum Educator Response 2015
Agenda
• What we heard (July 17, 2014) –
Kourosh Hadi Director, Airplane
Product Development Boeing
Commercial Airplanes
• What we have now
• What we might need …
What we Heard from
Director Kourosh Hadi
1) Market Outlook
2) Value Creation
2) Value Creation – Contd.
2) Value Creation – Contd.
3)Key Technology Enablers
4) Current and Future Airplane Studies
1
2
3
4) Current and Future Airplane Studies
4
What we have –
(Graduate)
• PhD in Aviation
– User-Centered Design in Aviation
• MBAA in Aviation
– Strategic Marketing Management in Aviation
– Business Capstone Course (Opportunity)
• MS in Engineering Management
– Engineering Economic Analysis
• MS in Management
– Production and Procurement in the Aviation
and Aerospace Industry (Specialization)
What we have –
(Under-Graduate)
• B.S. in Aviation Business Administration
– Strategic Management (Opportunity)
• B.S. in Engineering Technology
– Engineering Technology Capstone
(Opportunity)
• B.S. in Technical Management
– Management of Production and
Operations
• B.S. in Transportation
– Transportation and the Environment
What we have –
Aviation/Aerospace (Graduate)
Aviation/Aerospace (Under-Graduate)
What we need …
Advanced Ducted Propellers or ADPs
What we need …
What we need …
Efficient Descent Advisor (EDA), which enables Continuous Descent Approaches, a
concept that allows aircraft to fly a continuous, gliding descent at low engine power,
thereby minimizing fuel consumption, environmental emissions, and noise pollution.
What we need …
What we need …
Atmospheric Impact
e.g., Contrails, Chemtrails (Cloud seeding with
silver iodide crystals)
Climate change and global warming
Carbon Dioxide
footprint
What we need …
Green Fuel (Alternate fuels)
Expect fuel economy also to be improved by:
- Fuller plane occupancy
- Better air traffic control
- Flying slightly more slowly
- Steeper landing paths
- Increased # of turboprops for shorter distances
What are Your Questions and
Comments?
Thanks for your thoughtful
participation!
There are two types of
collegiate aviation programs:
those that are AABI accredited,
and those that will be.